Mission Drift
What does this mean?
Highly volatile revenue swings year over year paired with fluctuating Program Scores. The organization is constantly pivoting to chase restricted grant funding rather than building a sustainable core.
The Path Forward
The Lodestar
A radical recommitment to the core mission. It requires the organization to gain the strength to say 'no' to restricted funding that pulls them away from their true purpose.
Title
Representative Institutions
Institutional Epochs
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 31.5% | 24 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | — | 44 | Fragile | Recovery | |
| 2021 | — | — | 81.6% | 33 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | 1.7% | 54 | Fragile | Recovery | |
| 2019 | — | — | 28.4% | 22 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 14.1% | 31 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 11.6% | 25 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 12.9% | 29 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 14.9% | 25 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 11.2% | 25 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 12.1% | 25 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 18.5% | 23 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 16.8% | 23 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| James Jennings | Artistic Director | 28.2% of Rev | ||
| Jane Culley | Board President | 22.1% of Rev | ||
| Terrence Fergus | Board Member | — | ||
| Ted Baehr | Board Member | — | ||
| Suzanne McGrath | Board Member | — | ||
| Joseph Krawczyk | Secretary | — | ||
| Jacqueline Pace | Treasurer | — | ||
| Courtney Everette | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| James Jennings | Artistic Director | 20.4% of Rev | ||
| Jane Culley | Board President | 11.1% of Rev | ||
| Terrence Fergus | Board Member | — | ||
| Ted Baehr | Board Member | — | ||
| Suzanne McGrath | Board Member | — | ||
| Joseph Krawczyk | Secretary | — | ||
| Jacqueline Pace | Treasurer | — | ||
| Courtney Everette | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| James Jennings | Artistic Director | 18.3% of Rev | ||
| Jane Culley | Board President | 9.7% of Rev | ||
| Jacqueline Pace | Treasurer | — | ||
| Joseph Krawczyk | Board Member | — | ||
| Suzanne McGrath | Board Member | — | ||
| Terrence Fergus | Board Member | — | ||
| Courtney Everette | Board Member | — | ||
| Ted Beher | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| James Jennings | Artistic Director | 12.1% of Rev | ||
| Jane Culley | Board President | 5.2% of Rev | ||
| Jane Culley | Board President | 0.5% of Rev | ||
| James Jennings | Artistic Director | 0.3% of Rev | ||
| Jacqueline Pace | Treasurer | — | ||
| Joseph Krawczyk | Secretary | — | ||
| Suzanne McGrath | Board Member | — | ||
| Carolyn Odell | Board Member | — | ||
| MacMillan Johnson | Board Member | — | ||
| Jacqueline Pace | Treasurer | — | ||
| Joseph Krawczyk | Secretary | — | ||
| Suzanne McGrath | Board Member | — | ||
| Carolyn Odell | Board Member | — | ||
| MacMillan Johnson | Board Member | — | ||
| Gilbert Ancowitz | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 700 other orgs in NY with NTEE prefix A6.
Most-divergent component: financial score sits 26 points below the peer median (5 vs. 31).
5-year trend: Mission Drift
Highly volatile revenue swings year over year paired with fluctuating Program Scores. The organization is constantly pivoting to chase restricted grant funding rather than building a sustainable core.
What's driving this score
- Comp-to-revenue ratio of 31.5% is above the 90th percentile for orgs of this size (healthy band: 18–22%).
- Financial resilience score in the bottom quartile — reserves and liabilities ratios warrant review.
What would change this score
The two changes that would most improve this score:
- Reduce top-officer compensation from 31.5% to under 22% of revenue — would move governance score by ~19 points.
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
Improving governance is a board decision. These are the levers.